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AbstractThis project focuses initially on interdisciplinarity and on why organizations are based on an interdisciplinary approach. This is seen in the perspective of the increasing specialization of the society, and due to the sharp division between different subjects it has become more difficult to manage in a coherent and holistic approach. There is in “Pædagogisk Psykologisk Rådgivning” (PPR) tradition of working mono-disciplinary and self-managing. This is altered in the multidisciplinary services for day care centers, called Quick contact. The entrance to the PPR is traditionally a recommendation for either a psychologist or a speech and hearing teacher, based on a filled form. This form is sent to the PPR secretary, who journalizes and forwards to respectively psychologist and speech teacher. There may be the same recommendation for both the two disciplines, without necessarily any consultations between the two. In Quick contact this bureaucratic system is not applied. Quick contact is an offer consisting of a psychologist, a speech and hearing teacher, learning support and healthcare, with following ames: By a holistic and preventive approach to enable the institution to do the job around the child in the long term, to raise the teachers' skills, to improve task performance due to the multidisciplinary effort , to lead to innovation in task performance because of the interdisciplinary approach and to lower the number of applications for assistance in the district and fewer children sent to PPR. The problem area will be: Does the multidisciplinary approach to working with the holistic and preventative action in support of the institutions work with children in day care create innovation and /or changes? The project will focus on the concepts: Interdisciplinarity, innovation, holistic and preventive action, empowerment and the content and process of the work. These concepts will be clarified in order to use them in the analysis section later in this report. A qualitative approach is applied with semi-structured interviews of all team members in Quick contact. A total of six interviews were performed and a phenomenological approach to the method was used. Although the interviewer has been a pioneer in the quick-contact endeavors, a neutral and exogenous way was applied to stay close to the interviewee's answers. This might implicate that some angles are not seen while other angles get extra focus. The back ground of Quick contact is the intension, that institutions must be fully functional even in the long term, by team members working holistic and preventive. The skills of the personnel must be raised through the interdisciplinary approach and innovation is expected because of the interdisciplinary approach. In addition, effects in relation to fewer options for PPR and a declining number of applications to support teacher corps are observed. To explain the work of Quick contact four different theories are applied. Theories deal, respectively, with innovation and change, network theory and the theory of paradigms in the public sector. The theories is used to clarify and explain the interdisciplinary work in Quick contact in relation to the concepts of innovation, change and work in network, where this is put into a larger and more general framework. In the analysis empirical data (excerpts of the interviews) will be compared with the clarification of concepts and theories. The analysis is divided into sub-sections: Holistic and preventive action, Empowerment, Content and process in the interdisciplinary work, Barriers and finally Creating innovation and / or changes in the interdisciplinary work. The conclusion is that: Innovation is created through the interdisciplinary approach in Quick-contact. Innovation is created on the basis of the holistic and preventive action, by the use of empowerment in the work process and by the interdisciplinary approach in problem solving. In addition, the conclusion is that one can distinguish between change and innovation, where change is a continuation of the recent past and innovation is a discontinuity in the recent past. This distinction is reflected in the fact, that Quick contact reacts earlier to the problems, there are more nurseries than kindergartens and changes of issues is seen, since the small gut feelings can be expressed, allowing them not to become major problems. The difference between the work of Quick contact and the current methods of common visitation by a transparency principle is that the latter is not interdisciplinary but rather multi-disciplinary. I've got a new job at January 2013, where I in this new job will be extra focused on interdisciplinarity and innovation. My focus on the above concepts has been strengthened through this task.